David sm18 PPT 07

Strategic Management: A Competitive
Advantage Approach, Concepts and

Cases
Eighteenth Edition
Chapter 7
Implementing Strategies:
Management and Marketing
Issues
Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Learning Objectives
7.1 Describe the transition from formulating to implementing
strategies.
7.2 Discuss reasons why annual objectives are essential for
effective strategy implementation.
7.3 Identify and discuss the nature and role of policies in
strategy implementation.
7.4 Explain the role of resource allocation and managing
conflict in strategy implementation.
7.5 Discuss the need to match a firm’s structure with its
strategy.

Learning Objectives (Continued)
7.6 Identify, diagram, and discuss different types of
organizational structure.
7.7 Identify and discuss 15 do’s and don’ts in constructing
organizational charts.
7.8 Discuss three strategic production/operations issues
vital for strategy implementation.
7.9 Discuss seven strategic human resource issues vital for
strategy implementation.
7.10 Describe key strategic marketing issues vital for
implementing strategies.

Figure 7.1
The Comprehensive, Integrative, Strategic Management Model
Source: Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no. 1 (February 1989): 91.
See also Anik Ratnaningsih, Nadjadji Anwar, Patdono Suwignjo, and Putu Artama Wiguna, “Balance Scorecard of David’s
Strategic Modeling at Industrial Business for National Construction Contractor of Indonesia,” Journal of Mathematics and
Technology no. 4 (October 2010): 20. Also Meredith E. David, Fred R. David, and Forest R. David, “Closing the Gap
Between Graduates’ Skills and Employers’ Requirements: A Focus on the Strategic Management Capstone Business
Course,” Administrative Sciences 11, no. 1 (2021): 10–26.

Figure 7.2
Contrasting Strategy Formulation with Strategy Implementation

Annual Objectives
1. Represent the basis for allocating resources
2. Are a primary mechanism for evaluating managers
3. Are the major instrument for monitoring progress toward
achieving long-term objectives
4. Establish organizational, divisional, and departmental
priorities
5. Are essential for keeping a strategic plan on track

Figure 7.3
The Stamus Company’s Hierarchy of Aims

Table 7.1
The Stamus Company’s Revenue Expectations (in millions, $)
Blank
2023 2024 2025

1 point 0 0 1 point 4 0
Division I Revenues
Roman numeral one
1.00 1.40 1.96
Division II Revenues
Roman numeral two
0.50 0.70 0.98
0 point 5 0
Division III Revenues

Roman numeral three
0.50 0.75 1.12
2.00 4.06
Total Company Revenues 2.85

Table 7.2
The Most Admired Companies in the World
Rank Company Author Comment
1 Apple Has a unique ecosystem that links its products
2 Amazon.com Building hundreds of new distribution centers to speed delivery to
your door
3 Microsoft The most popular computing software firm
4 Walt Disney Produces great movies; owns ESP N and AB C Sports
5 Starbucks Offers tea, beer, wine, lunch, and dinner
6 Berkshire Hathaway Highly diversified; owns many companies
7 Alphabet Owns Google, the best search engine anywhere
8 J PMorgan Chase World’s largest bank by market capitalization
9 Netflix Offers streaming services to more than 214 million subscribers
worldwide
10 Costco Wholesale Ranked 10th on Fortune’s 2021 list of largest U.S. firms by total
revenue
11 Walmart Ranked first on the Fortune 500 list of the largest U.S.-based firms
12 Salesforce Owns Tableau Software, Pardot, and MuleSoft
Source: Based on information at https://fortune.com/worlds-most-admired-companies/

Policies (1 of 3)
• Policy
– specific guidelines, methods, procedures, rules, forms,
and administrative practices established to support and
encourage work toward stated goals
– instruments for strategy implementation

Policies (2 of 3)
• Policies
– set boundaries, constraints, and limits on the kinds of
administrative actions that can be taken to reward and
sanction behavior
– let both employees and managers know what is
expected of them, thereby increasing the likelihood that
strategies will be implemented successfully
– provide a basis for management control and allow
coordination across organizational units

Policies (3 of 3)
• Policies
– reduce the amount of time managers spend making
decisions. Policies also clarify what work is to be done
and by whom
– promote delegation of decision-making to appropriate
managerial levels where various problems usually arise
– clarify what can and cannot be done in pursuit of an
organization’s objectives

Policies Needed for Return to Office
After the Pandemic
1. Provide excellent conditions at the office where employees
can avoid distractions or problems at home.
2. Provide a safe, clean, and healthy environment at the office.
3. Allow more social time at work and more brainstorming,
engagement, camaraderie, collegiality, interaction, and
conversation at lunch and other appropriate times at the office.
Do not sequester people in solitary cubicles.
4. Provide abundant low-cost conveniences at the office, such as
a well-stocked kitchen area, three-ply toilet paper, luxury hand
cream and soap in the bathroom, etc.
5. Make sure the office is a happy and well-organized place
where employees can truly be productive; provide incentives
and bonuses for employees when they are more productive.
Table 7.3
A Hierarchy of Policies
Company Strategy
Acquire a chain of retail stores to meet our sales growth and profitability
objectives.
Supporting Policies
1. “All stores will be open from 8 a.m. to 8 p.m. Monday through Saturday.”
2. “All stores must support company advertising by contributing 5 percent of
their total monthly revenues for this purpose.”
Divisional Objective
Increase the division’s revenues from $10 million in 2022 to $15 million in 2023.
Supporting Policies
1. “Beginning in January 2023, each one of this division’s salespersons must
file a weekly activity report that includes the number of calls made, the
number of miles traveled, the number of units sold, the dollar volume sold,
and the number of new accounts opened.”
2. “Beginning in January 2023, this division will return to its employees 5
percent of its gross revenues in the form of a Christmas bonus.”
Table 7.3 (continued)
A Hierarchy of Policies
Production Department Objective

Increase production from 20,000 units in 2022 to 30,000
units in 2023.
Supporting Policies
1. “Beginning in January 2023, employees will have the
option of working up to 20 hours of overtime per week.”
2. “Beginning in January 2023, perfect attendance awards
in the amount of $100 will be given to all employees who
do not miss a workday in a given year.”

Table 7.4
Example Issues That May Require a Management Policy
• To offer extensive or limited management development

workshops and seminars
• To recruit through employment agencies, college
campuses, or newspapers
• To promote from within or to hire from the outside
• To promote on the basis of merit or on the basis of
seniority
• To tie executive compensation to long-term or annual
objectives
• To allow heavy, light, or no overtime work
• To establish a high- or low-safety stock of inventory

Types of Resources
• Financial
• Physical
• Human
• Technological

Resource Allocation
• Resource Allocation
– central management activity that allows for strategy
execution
– strategic management enables resources to be
allocated according to priorities established by annual
objectives

Managing Conflict
• Conflict
– Disagreement between two or more parties on one or
more issues
– Establishing annual objectives can lead to conflict
because individuals have different expectations and
perceptions, schedules create pressure, personalities
are incompatible, and misunderstandings occur
between line managers and staff managers

Managing Conflict (continued)
• Conflict is not always bad. An absence of conflict can
signal indifference and apathy.
• Approaches for managing conflict range from
– Ignoring the problem
– Physically separating the conflicting individuals
– Holding meetings to seek compromise

Table 7.5
Some Management Trade-Off Decisions Required in
Strategy Implementation
1. To emphasize short-term profits or long-term growth

2. To emphasize profit margin or market share
3. To emphasize market development or market penetration
4. To lay off or furlough
5. To seek growth or stability
6. To be more socially responsible or more profitable
7. To outsource jobs or pay more to keep jobs at home
8. To acquire externally or to build internally
9. To use leverage or equity to raise funds
10. To use part-time or full-time employees
Matching Structure With Strategy
• Structure largely dictates how objectives and policies will
be established
• Structure dictates how resources will be allocated

Table 7.6
Symptoms of an Ineffective Organizational Structure
1. Too many levels of management

2. Too many meetings attended by too many people
3. Too much attention being directed toward solving
interdepartmental conflicts
4. Too large a span of control
5. Too many unachieved objectives
6. Declining corporate or business performance
7. Losing ground to rival firms
8. Revenue or earnings divided by number of employees or
number of managers is low compared to rival firms

The Functional Structure
• Functional Structure
– groups tasks and activities by business function, such
as production/operations, marketing,
finance/accounting, research and development, and
management information systems

Table 7.7
Advantages and Disadvantages of a Functional
Organizational Structure
Advantages Disadvantages
1. Simple and inexpensive 1. Accountability forced to the top
2. Capitalizes on specialization of 2. Delegation of authority and
business activities such as responsibility not encouraged
marketing and finance
3. Minimizes need for elaborate 3. Minimizes career development
control system
4. Allows for rapid decision- 4. Low employee and manager morale
making
5. Enables uniformity across 5. Inadequate planning for products and
stores and product offerings markets
Blank
6. Leads to short-term, narrow thinking

Blank
7. Leads to communication problems

Divisional Structure
• Functional activities are performed both centrally and in
each separate division
• Organized by geographic area, product or service,
customer, or process

Table 7.8
Advantages and Disadvantages of a Divisional
Organizational Structure
1. Clear accountability 1. Can be costly due to duplication of
functional activities
2. Allows local control of local 2. Can hamper efforts for uniformity across
situations stores and product offerings
3. Creates career development 3. Requires a skilled management force
chances
4. Promotes delegation of authority 4. Requires an elaborate control system
5. Leads to competitive climate 5. Competition among divisions can become
internally so intense as to be dysfunctional
6. Allows easy adding of new 6. Can lead to limited sharing of ideas and
products or regions resources
7. Allows strict control and attention to 7. Some regions, products, or customers may
products, customers, or regions receive special treatment

The Strategic Business Unit (SB U)
Structure
• SB U Structure
– groups similar divisions into strategic business units
and delegates authority and responsibility for each unit
to a senior executive who reports directly to the chief
executive officer
– can facilitate strategy implementation by improving
coordination between similar divisions and channeling
accountability to distinct business units

The Matrix Structure
• Matrix Structure
– The most complex of all designs because it depends
upon both vertical and horizontal flows of authority and
communication
– For a matrix structure to be effective, organizations
need participative planning, training, clear mutual
understanding of roles and responsibilities, excellent
internal communication, and mutual trust and
confidence

Table 7.9
Advantages and Disadvantages of a Matrix Structure
1. Clear project objectives 1. Requires excellent vertical and horizontal
flows of communication
2. Employees clearly see results of 2. Costly because creates more manager
their work positions
3. Easy to shut down a project 3. Violates unity of command principle
4. Facilitates uses of special 4. Creates dual lines of budget authority
equipment, personnel, and facilities
5. Shared functional resources 5. Creates dual sources of reward and
instead of duplicated resources, as punishment
in a divisional structure
6. Creates shared authority and reporting
Blank
7. Requires mutual trust and understanding

Blank

Figure 7.4
A Typical Matrix Structure with Typical Executive Titles in a
Large Firm

Table 7.10
Guidelines for Developing an Organizational Chart
1. Instead of chairman of the board, make it chairperson (or just chair)
of the board.
2. Make sure the board of directors includes diversity in race, ethnicity,
gender, and age.
3. Make sure the chair of the board is not also the C E O or president of
the company.
4. Make sure the C E O of the firm does not also carry the title
president.
5. Reserve the title president for the division heads of the firm.
6. Include a C O O if divisions are large or geographically dispersed.
7. Make sure only presidents of divisions report to the C O O.
8. Make sure functional executives such as C F O, C I O, C M O, C S O,
R&D, chief learning officer (C L O), chief technology officer (CT O),
and H R M report to the C E O, not the C O O.
Guidelines for Developing an Organizational Chart
9. Make sure every executive has one boss, so lines in the chart
should be drawn accordingly, assuring unity of command.
10. Make sure span of control is reasonable, probably no more
than 10 persons reporting to any other person.
11. Make sure diversity in race, ethnicity, gender, and age is well
represented among corporate executives.
12. Avoid a functional type structure for all but the smallest firms.
13. Decentralize, using some form of divisional structure,
whenever possible.
14. Use a SB U type structure for large firms with more than 10
divisions.
15. Make sure executive titles match product names as best
possible in divisional-by-product and SB U-designated firms.
3 Steps to Developing Organizational
Charts
Step 1. List executive positions by title and number.
Numbering positions enables numbers, rather than boxes or
circles, to be used in a structure diagram to reveal reporting
relationships; it is just easier to use numbers.
Step 2. Using numbers to denote positions, devise your
chart to show reporting relationships, consistent with
guidelines presented in this chapter.
Step 3. Draw lines connecting numbers to reveal reporting
relationships. Be mindful that a line connecting one number
to another means that person reports to the other; so do not
connect, for example, a CF O to a CM O.

Figure 7.5
AB C Company’s Existing (Not Good) Organizational Chart

Figure 7.6
AB C Company’s Improved (Excellent) Organizational Chart

Figure 7.7
Winnebago’s Actual (Not Good) Organizational Chart

Figure 7.8
Winnebago’s Improved (Excellent) Organizational Chart

Restructuring and Reengineering
• Restructuring
– involves reducing the size of the firm in terms of
number of employees, number of divisions or units,
and number of hierarchical levels in the firm's
organizational structure primarily for cost reduction
• Reengineering
– involves reconfiguring or redesigning work, jobs, and
processes for the purpose of improving cost, quality,
service, and speed
– does not usually affect the organizational structure or
chart, nor does it imply job loss or employee layoffs

Managing Resistance to Change
• Resistance to change
– May be the single greatest threat to successful strategy
implementation.
– Successful strategy implementation hinges on
managers’ ability to develop an organizational climate
conducive to change.

Decide Where and How to Produce Goods
Firms must choose whether to produce goods in the U.S. or abroad. For
example, in China approximately 700,000 workers assemble Apple
products. It would be hard to bring those jobs to the United States for at
least three reasons:
1. Foxconn—China’s largest private employer and the manufacturer of
an estimated 40 percent of the world’s consumer electronic devices—
pays its assembly workers far less than U.S. labor laws would allow. A
typical salary is about $18 a day.
2. Chinese manufacturing operations house employees in dormitories
and can send hundreds of thousands of workers to the assembly
lines at a moment’s notice. On the lines, workers are subjected to
what most Americans would consider unbearably long hours and
tough working conditions.
3. Most of the component suppliers for Apple and other technology
giants are also in China or other Asian countries. That geographic
clustering gives companies the flexibility to change a product design
at the last minute and still ship on time.
Table 7.11
Production Management and Strategy Implementation
Type of Strategy Being Production System
Organization Implemented Adjustment
Hospital Adding a cancer center Purchase specialized
(Product Development) equipment and add
specialized people
Bank Adding 10 new branches Perform site location
(Market Development) analysis
Beer brewery Purchasing a barley farm Revise the inventory
operation (Backward control system
Integration)
Steel manufacturer Acquiring a fast-food Improve the quality
chain (Unrelated control system
Diversification)
Computer company Purchasing a retail Alter the shipping,
distribution chain packaging, and
(Forward Integration) transportation systems
Strategic Human Resource Issues
Seven human resource issues:
1. Linking performance and pay to strategy
2. Balancing work life with home life
3. Developing a diverse work force
4. Using caution in hiring a rival’s employees
5. Creating a culture that supports strategy
6. Using caution in monitoring employees’ social media
7. Developing a corporate well-being program

Linking Performance and Pay to
Strategies
• Decisions on salary increases, promotions, merit pay, and
bonuses need to support the long-term and annual
objectives of the firm
• Gain sharing and bonus systems can be used

Balance Work and Home Life
• Work and family strategies now represent a competitive
advantage for those firms that offer such benefits as:
– elder care assistance
– flexible scheduling
– job sharing
– adoption benefits
– onsite summer camp
– employee help line
– pet care
– lawn service referrals

Table 7.12
Top 10 Large and Small/Midsize Companies for Work-Life
Balance
Large Companies Small/Midsize Companies
1. HubSpot (Cambridge, M A) 1. Course Hero (Redwood City, C A)
2. Chegg (Santa Clara, C A) 2. Namely (New York, N Y)
3. ZipRecruiter (Santa Monica, C A) 3. Strava (San Francisco, C A)
4. Farmers Insurance (Woodland Hills, C A) 4. Kyruus (Boston, M A)
5. nCino (Wilmington, N C) 5. Verisys Corporation (Louisville, K Y)

6. Momentive (formerly Survey Monkey) 6. Fetch Rewards (Chicago, I L)
(San Mateo, C A)
7. Elsevier (New York, N Y) 7. Mixpanel (San Francisco, C A)
8. 23andMe (Sunnyvale, C A) 8. GoSite (San Diego, C A)
9. Trimble (Sunnyvale, C A) 9. Rev.com (Austin, T X)
10. Smartsheet (Bellevue, W A) 10. Motivosity (Lehi, U T)

Promote Diversity
Six benefits of having a diverse workforce are:
1. Women and minorities have different insights, opinions,
and perspectives that should be considered.
2. A diverse workforce portrays a firm committed to
nondiscrimination.
3. A workforce that mirrors a customer base can help attract
customers, build customer loyalty, and design/offer
products/services that meet customer needs/wants.
4. A diverse workforce helps protect the firm against
discrimination lawsuits.

Promote Diversity (continued)
5. Individuals in minority groups, including those based on
ethnicity, race, sexual orientation, gender identity, and
religious beliefs, represent a huge additional pool of
qualified applicants.
6. A diverse workforce helps protect the firm against
discrimination lawsuits.

Strategic Human Resource Issues
(continued)
Use caution when hiring a rival’s employees
• If the person has access to corporate secrets, you are
opening your firm to lawsuits
• A company does not want to become known as one that
steals employees from rivals
Create a culture supportive of strategy
• Strategists should strive to preserve, emphasize, and build
on aspects of an existing culture that support proposed
new strategies.
• Aspects of an existing culture that are antagonistic to a
proposed strategy should be identified and changed.

Table 7.13
Ways and Means for Altering an Organization’s Culture
1. Recruitment
2. Training
3. Transfer
4. Promotion
5. Restructuring
6. Reengineering
7. Role modeling
8. Positive reinforcement
9. Mentoring
10. Revising vision or mission
11. Redesigning physical spaces or facades
12. Altering reward systems
13. Altering organizational policies, procedures, and practices
Monitoring Social Media
• Proponents of companies monitoring employees’ social-
media activities emphasize that
– a company’s reputation in the marketplace can easily
be damaged by disgruntled employees venting on
social media sites
– social media records can be subpoenaed, like email,
and used as evidence against the company

Corporate Well-Being Program
Corporate wellness is especially important today because:
1. the U.S. Labor Department and Census Bureau report
that in 2021–2025 older workers are ‘unretiring’ and re-
entering the labor force, and;
2. the pandemic raised everyone’s awareness of the
importance of corporate wellness.

Strategic Marketing Issues
1. How to make advertisements more interactive to be more
effective
2. How to take advantage of social-media conversations
about the company and industry
3. To use exclusive dealerships or multiple channels of
distribution
4. To use heavy, light, or no T V advertising versus online
advertising

Strategic Marketing Issues (continued)
5. To limit (or not) the share of business done with a single
supplier or business customer
6. To be a price leader or a price follower
7. To offer a complete or limited warranty
8. To extend an existing product line or create a new line of
products

Figure 7.9
Segment, Target, and Position: The Key to Marketing
Strategy

Figure 7.10
Positioning Products to Meet Target Market Needs

5 Steps of Perceptual Mapping
1. Select key criteria that effectively differentiate products in the
industry. Specifically, consider the key characteristics of your
brand offerings that provide unique value to your target
customers.
2. Diagram a two-dimensional product-positioning map with
specified criteria on each axis.
3. Plot major competitors’ brands in the resultant four-quadrant
matrix.
4. Assess whether your brand’s location in the matrix is ideal,
especially relative to competitors. That is, consider whether
your brand’s position, as perceived by consumers, offers
unique value.
5. Reposition your brand’s offering as needed to shift consumers’
perceptions of the brand to a location that provides a
competitive advantage over rival brands.
Figure 7.11
A Perceptual Map for Domestic Airline Brands

Engage Customers in Social Media
• Social media helps the firm understand consumer brand
preferences
• Companies want customers to interact with the firm on
such social media networks as Twitter, LinkedIn,
Instagram, Facebook, Pinterest, and Foursquare
• Many larger companies have hired social media managers
to be the face or voice of the company on social and digital
media sites
• Online engagement can be a much quicker, cheaper, and
effective source for gathering market research data than
traditional focus groups and surveys

Table 7.14
Key Principles of Marketing Communication
1. Reach – Do not just focus on current heavy users; reach

beyond existing heavy users.
2. Attention – Loyal users will be inclined to pay attention,
but you must earn the attention of new and light users.
3. Creativity – Be novel and not obvious in the
communications; when multiple similar things are shown,
the one that differs the most is likely to be the one
remembered most.
4. Distinctiveness – Distinctive brand assets help create a
frame of reference in one’s memory, fostering brand recall
and purchase likelihood.

Key Principles of Marketing Communication
5. Consistency – Arguably one of the most neglected

aspects of communication, consistency is key; be
consistently distinctive with your communications.
6. Emotion – As stated by Phil Barden, “Communications
evoking emotional responses have better attention,
deeper processing of the content, better memory-
encoding and retrieval.”
7. Motivation – Communicate what the brand helps one
achieve (i.e., your prospective buyer’s implicit goal).
Source: Based on https://www.marketingweek.com/principles-effective-marketing-communication/

Figure 7.12
How to Gain and Sustain Competitive Advantages

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Strategic Management: A Competitive

Advantage Approach, Concepts and

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

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2023 2024 2025

Division III Revenues

Total Company Revenues 2.85

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Source: Based on information at https://fortune.com/worlds-most-admired-companies/

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

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Production Department Objective

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• To offer extensive or limited management development

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1. To emphasize short-term profits or long-term growth

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1. Too many levels of management

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6. Leads to short-term, narrow thinking

7. Leads to communication problems

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7. Requires mutual trust and understanding

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5. nCino (Wilmington, N C) 5. Verisys Corporation (Louisville, K Y)

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